CHAPTER - I INTRODUCTION OF CULTURE OF ORGANISATION DEFINITION OF CULTURE

Broadly, social heritage of a group (organized community or society). It is a pattern of responses discovered, developed, or invented during the group's history of handling problems which arise from interactions among its members, and between them and their environment. These responses are considered the correct way to perceive, feel, think, and act, and are passed on to the new members through immersion and teaching. Culture determines what is acceptable or unacceptable, important or unimportant, right or wrong, workable or unworkable. It encompasses all learned and shared, explicit or tacit, assumptions, beliefs, knowledge, norms, and values, as well as attitudes, behavior, dress, and language. See also organizational culture.

CULTURAL ENVIRONMENT
Every society has a culture of its own. Culture includes knowledge, belief, art, morals, laws, customs and other capabilities and habits acquired by an individual as a member of society. Cultural values are passed on from one generation to another. Culture thus determines the types of goods and services a business should produce.Business should realize the cultural differences and bring out products accordingly.

CONCEPT OF CORPORATE CULTURE

Corporate culture is the collection of beliefs, expectation and values learned and shared by an organization's members and transmitted from one generation of employees to another. The organization's culture generally reflects the values and beliefs of the founder(s) and the mission of the firm. It gives a sense of identity to the organization's members - This is who we are. This is what we stand for. The main features of organizational culture are as follows:

* Organizational culture is a combination of social, cultural, physical, psychological, and other conditions within an organization. * It influence the motivation, attitudes, behaviour and performance of the members of an organization. * It gives a separate identity to the organization as compared to other organizations as each organization has its own set of values, beliefs, practices customs etc. * The organizational culture evolves over a fairly long period of time. * It can be relatively stable over a period of time. However, there can be changes in the organization culture, with a change in top management, or management's philosophy. * It is invisible and abstract, although it is perceived and experienced by the the members of an organization. * Organization culture can bring name and goodwill to the organization. * It can provide opportunities and threats to its members.

CHAPTER - II MEANING OF ORGANISATIONAL CULTURE Definition

The values and behaviors that contribute to the unique social and psychological environment of an organization. Organizational culture includes an organization's expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid. Also called corporate culture, it's shown in (1) the ways the organization conducts its business, treats its employees, customers, and the wider community, (2) the extent to which freedom is allowed in decision making, developing new ideas, and personal expression, (3) how power and information flow through its hierarchy, and (4) how committed employees are towards collective objectives. It affects the organization's productivity and performance, and provides guidelines on customer care and service, product quality and safety, attendance and punctuality, and concern for the environment. It also extends to production-methods, marketing and advertising practices, and to new product creation. Organizational culture is unique for every organization and one of the hardest things to change.

MEANING OF ORGANISATIONAL CULTURE

Its a system of shared meaning and beliefs held by organizational members that determines, in large degree, how they act. It represents a common perception held by the organizations members. Just as tribal cultures have rules and taboos that dictate how members will act toward each other and outsiders, organizations have cultures that govern how its members should behave. In every organization, there are systems or patterns of values, symbols, rituals, myths, and practices that have evolved over time. These shared values determine to a large degree what employees see and how they respond to their world. When confronted with problems or work issues, the organizational culture the way we do things around here- influences what employees can do and how they conceptualize, define, analyze, and resolve issues. Research suggests that there are seven dimensions that capture the essence of an organizations culture that are described in the figure. Each of the characteristics exists on a continuum from low to high. Appraising an organization on these seven dimensions gives a composite picture of the organizations culture. In many organizations, one of these cultural dimensions often rises above the others and essentially shapes the organizations personality and the way organizational members do their work.

CHAPTER - III ROLE OF CULTURE OF ORGANISATION Definition

Universal needs create strong pressure for a global strategy. Universal needs exist when the tastes and preferences of consumers in different countries with regard to a product are similar. Products that serve universal needs require little adoption across national markets; thus, global integration is facilitated. The role of culture plays an important role in this context.

In many ways, cultural issues represent the most elusive aspect of international business. In an era when modern transportation and communication technologies have created a global village, it is easy to forget how deep and enduring the differences among nations actually can be. The fact that people everywhere drink Coke, wear blue jeans, and drive Toyota doesnt mean we are all becoming alike. Each country is unique for reasons rooted in history, culture, language, geography, social conditions, race and religion. These differences complicate any international activities, and represent the fundamental issues that inform and guide how an organization should conduct business across borders. Managers who ignore culture put their organizations at a great disadvantage in the global marketplace. Because each culture has its own norms, customs, and expectations for behavior, success in an in

CHAPTER - IV IMPORTANCE OF BUSINESS CULTURE, ETHICS AND VALUES

The need for business ethics is more felt in recent years than ever before. The following point outline the importance of business ethics.

1. SURVIVAL OF BUSINESS Business need to follow ethical values for its own good and survival. A firm can have short-term and quick gains by resorting to unethical means and disregarding social welfare. However, such firms grow fast and are out of business faster. On the other hand, organizations doing business ethically have continued to survive and prosper for a long time.

2. PROTECTION OF CONSUMER RIGHTS The application of business ethics will help to confer and implement consumer rights. This will enhances the strength of individual consumer against powerful business community. Business ethics can be used to check malpractices like adulteration, unfair trade practices and to make the working of business consumer oriented.

3. CONSIDERATION OF SOCIETY'S INTEREST Those firms, which follow business ethics in the society, would make every possible effort to produce goods and services not only in the interest of the consumers, but also in the interests of the society. These firms would look into not only consumer's well being, but also welfare of the society. Therefore, they would make every possible effort to produce eco-friendly products.

4. BETTER RELATIONS WITH MEMBERS OF THE SOCIETY

Business ethics is needed to develop good relations between business and society. The relationship of business with society has various dimensions such as its relations with shareholders, employees, consumers, distributors, competitors and government. Ethics is needed to maintain good relations among the firms on one side and between the firm and the social groups on other side.

5. MUTUAL BENEFIT Business ethics benefits the business firm as well as the society. The business firm that adopts business ethics get good name in the society. It may be able to increase confidence in the minds of the buyers who in turn would help to improve the sale of the firm. The society can also gain due to ethical practices on the part of the business. For instance, the consumers can benefit by way of quality goods at right prices, the employees can get fair treatment, and so on.

CHAPTER - V IMPACT OF VALUES AND ETHICS ON CORPORATE STRATEGY OF ORGANISATION OF CULTURE

The corporate strategy is greatly affected by the values, ethics, and motives of the people who are involved in its formulation process. In formulating corporate strategy, managers can not isolate their feelings, and preferences from economic considerations. Normally, there is a tendency on the part of mangers to impose their preference and priorities in the process of strategy implementation. Corporate strategy is affected by personnel values of the chief executive and of the key executives , right from the stage of setting objectives. For instance, a chief executive with high profit orientation would give priority to those areas which generate higher rate of return while setting objectives, whereas a chief executive with high social orientation would give greater importance to social factors or areas while setting objectives. The personal values and perceptions of top executives are reflected in operational policies framed to execute the strategy. For instance, a participate leader would encourage his subordinate to take part in framing suitable policies required to implement the strategy, whereas a dominant autocratic leader would himself frame the policies and impose them on his subordinates to implement the strategy.

RECONCILIATION - THE CONFLICT OF PERSONAL VALUES AND STRATEGY

There is often a conflict between personal values and rational business strategy. For strategy to be effectively implemented in the organizations, there is a need for commitment and support on the part of top executives including the chief executives. Therefore, personal values and preferences of the top executives must be given considerations and a strategy based on rational considerations needs to be modified. Such a modification in the strategy would receive support from the top executives as far as its implementation is concerned, as they know that their values and preferences are in taken into account.

In any organization there is a need to reconcile between the rational economic strategy and the personal values and preferences of the key executives of the organization, and also the conflict among the key executives. The conflict can be resolved by making an attempt to analyse the values and preferences of different executives and then to apprise them of such analysis so that they be may fully aware of the prejudices and biases, which influence their behaviour. Such analysis may help the executives to do way with certain values and preferences, which are not conducive for the growth of the organization. For instance, in one the organizations, a new chief executive was appointed, who was born and brought in posh environment, wanted rich interiors and exteriors of the company's head office, involving huge sum of money, was finally convinced by the finance director that such heavy spending would drain company's funds and that the company may face acute cash crunch. Reconciliation of conflicts among individual values and preferences for the formulation and implementation of strategy needs imagination, and cooperative spirit on the part of executives. They must sort out their differences, and modify their values and preferences in the interest of the organization. One of the best alternatives is to appoint an external expert to frame sound economic strategy with the support of the top executives of the organization, and the top executives should not unduly influence upon the

external expert of their personal values and preferences. However, it is to be noted that if personal values and preferences are vital to the interest of the organization, then such values must considered in framing and implementing the strategy of the organization

ORGANIZATIONAL CHANGE
Organizational change is any alteration that occurs in the environment of organization. It means alternation is aim and objectives, strategies, procedures, technology, structural arrangement, job design, and people. It means changes in any aspects of organization. It may be small one or big one. It also includes restructuring, mergers, amalgamations, expansion, modernization, diversification etc. A change does bring about subsequent change in the organizational set up or management. Any organization goes through two types of changes : the structural change and / or the behavioural change. In the structural change the whole organization goes through some or a drastic change in the whole structure. Here some new divisions or departments may be formed or some may be completely shut down or modified to some extent. Some may even be merged with others. Behaviourable change is another type of change an organization can go through. This should be done so that the company can survive the external and internal impacts. Resistance to change can be considered the single greatest threat to successful strategy implementation. Resistance in the form of sabotaging production machines, absenteeism, filing unfounded grievance, and an unwillingness to cooperate regularly occur in organization. People often resist strategy implementation because they do not understand what is happening and why changes are taking place. In that case, employees may simply need accurate information. Successful strategy implementation hinges upon manager's ability to develop an organizational climate conducive to change. Changes must be viewed as an opportunity rather than as a threat by managers and employees.

CHAPTER - VI FEATURES OF CULTURE OF ORGANISATION

1. Pervasive in nature A change is one part of the organization and organization can not avoid it. It may affect other part of the organization also. Organizational activities can not be static in nature, there are bound to be changes in the organizational set up. All the departments and their activities are subject to change. Some parts may be largely affected than other parts. Some parts may have direct impact or some parts may have indirect impact. For example, if new machines are installed in the factory, then HRD department has to train its staff, Marketing department has to bring about necessary changes in its marketing appeal to match with the improved products etc.

2. New management set-up Any change , big or small affects the organization's existing set-up. So Management has to bring about new management set up to incorporate the new changes. New changes can be just incorporated in the old and existing management activities. The set-up depends upon the degree of change and its overall impact on the management.

3. Continuous in nature Organizational change is continuous in nature. It is not static. As long as , there is organization, changes are bound to occur. Some changes may be minor one or some may major ones but they are going happen, as in the world nothing is static, and organization is not exception for it.

4. Reactive and Planned A change may be reactive or planned. Reactive change is unplanned and it takes place due to changes in the environment. For example, competitor may change its marketing strategies, similarly company has to make changes in its marketing strategies. This is reactive change. Some change may be planned

and proactive. These changes are outcome of deliberate planning on the part of organization

5. Change and Innovation Change is different from innovation. All innovations are change but all changes are not innovations. Innovations takes place when an organization makes first use of idea to introduce the product, to develop new techniques, method or process etc. But change means any alterations or modifications in organization's existing set-up.

6. Several factors An organizational change takes place due to several factors. These factors can be internal or external. The internal factors include management, workers, job design, strategies etc. External factors include competition, government, customers, suppliers, dealers etc.

CHAPTER - VII PROCESS OF CULTURE OF ORGANISATION

A change does not occur immediately. It goes through different stages, they are as follows.

1. Identify need for a changes The first step in the process of management of change is to identify the need for change in the organization. One should not introduce any change just for the sake of doing it. Any change should bring out desired change in the organization. Many times a changes arises due to internal or external factors. External factors include technological development, change in competitors strategies, change in government policies, change in the customer's taste or preference etc. Internal factors include fall in sales or profit, high cost of production, increase in labour turnover, high maintenance cost etc. These factors force the management to bring out necessary changes in the organizational set-up. The management has to identify the need for change. It depends upon the gap between the actual results and the desired results. This gap can be identified by comparing the actual performance with the planned performance.

2. Decision on elements to be changed After identifying the need for change, the next step is to decide on the elements of organization which requires change. It depends on the need for change. For example, if there is fall in sales, then organization have to undertake a detailed study of the problem to find out causes of such fall in sales. The causes for fall in sales may be

After undertaking thorough study of the problem management should identify the element or factors which require change. For example, if fall in sales is due to poor pricing strategies, then management should bring out necessary changes in its pricing strategies.

3. Planning for change After identifying the elements that require a change, the management should plan for change. Planning for a change would involve answering various questions, they are as follows Who should introduce a change ? When to introduce a change ? How to introduce a change ? Normally the department concern and the top management is responsible to introduce a change. Secondly, there should be proper timing to introduce a change. Some change has to be introduced immediately or some changes are introduced in future considering the proper timing. Similarly management has to list out different activities to introduce a change. Management should not only list out the activities but also decide how they have to be undertaken.

4. Assessing change forces The management should assess the impact of change on internal and external forces. For example, management has to find out how would the change affect the people within an organization ? Would they resist the change ? If yes, management has to create necessary environment to manage such resistance to change. This environment can be created by proper communication, discussion and involvement of people in introducing the change. The management should find out impact of change on the external factors such competitors, government, customers, dealers, suppliers etc. If organization is going to change its pricingstrategy, then it must find out how would a change in price affect competitors, customers ? Whether customers would react positively or negatively ?

5. Introducing a change

After communicating the change to the organization people and securing their active support, management has to introduce the change. For introducing the change sometimes, management may have to keep old ideas, views, methods, activities aside because old ides or methods have failed to bring desired results. News ideas and practices are accepted and leamt by the employees and put into action.

6. Review There must proper review to find out whether the change has been successful to bring desired results. Management should try to understand whether the introduction of change bring out positive effects in the company's performance. If not, management has to handle the situation, it should rethink the whole situation and should bring out new changes in the activities of the management.

CHAPTER - VIII CAUSES OR FACTORS OF RESISTANCE TO CHANGE IN CULTURE OF ORGANISATION

In any organization, there is resistance to change. There are various chases for such resistance to change

1. Traditional Management philosophy Traditional managers do not like to introduce changes in the organization. They are satisfied with present performance of the organization. They support their existing set up and do not think about organization's future prospects

2. Problem of Responsibility Managers are held responsible for the results of changes. Every change in the business activities has some sort of risk. There is no guarantee that change would bring out positive effects, so managers do not want to take risk and do not want to take responsibility. Sometimes they are afraid of the failure arising out of introduction of change in the organization.

3. Shortage of Resources Every organization need to adjust to changes in the external environment. For instance, if there are technological changes, which need to be introduced in the organizations for better performance, organizations may find it difficult to introduce the technological changes due to resource constraints. In other words, an organization may no have adequate funds and manpower to introduce the technological changes.

4. Stability of Systems Organizations tend to develop certain systems, which bring benefits to the organization. The organization may be so used to the system that it may find it difficult to replace with new and better system, even though the new system may bring better results than the existing one. For instance, most educational institutes are comfortable with the present system of education, where the

students are passive receivers of knowledge from the teachers, and as such emphasis would not be placed on interactive learning system, wherein the students plan an active role in the learning exercises.

5. Organizational Agreements Some times, an organization may enter into agreements with another associations or organization, in respect of certain matters. For instance, an organization may enter into an agreement with its trade union, not to introduce changes that would reduce the size of workforce. As a result of such agreement, it would be difficult to introduce changes such as automation, which would results in the reduction of workforce.

6.Redundancy of Jobs Employees may feel that a change can make their jobs redundant and as such they may lose their jobs, which in turn would affect their economic security. For instance, when computers were first introduced in between 1970s and 1990s in several organizations in India, employees including managers resisted the changes for the fear of losing jobs and consequently their economic security

7. Problem of Incentives At times, a change would reduce incentives of employees such as over-time pay and as such they resist change. For instance, automation in the industry reduces the need for over-time of employees, and therefore, they may resist introduction of labour saving devices in the organization.

8. Inconvenience Individuals may resist change, which is likely to cause inconvenience, make the life more difficult, reduce freedom of action or result in increased workload.

9. Fear of unknown Individuals may resist change for the fear of unknown. For instance, a firm may introduce new technology, and an individual employee may resist such

changes may be because of the fear of non exposure to new technology. He/she may feel that the new technology may be difficult to handle and as such he/she may avoid accepting the new technology.

10. Problem of Ego Some individuals enjoy present status in the organization. They satisfy their ego needs with the present position or status in the organization. A change in the organization may affect their position or expose their weakness. As such, individuals may resist change in the organization.

CHAPTER - IX CASE SYUDY CULTURE OF ORGANISATION OF SHRI MAHILA GRIHA UDYOG LIJJAT PAPAD

SHRI MAHILA GRIHA UDYOG LIJJAT PAPAD

Type

Worker cooperative papads soaps and detergent

Industry

bakery products masala (spices) flour

Founded

Mumbai, [Maharashtra] (March 15, 1959)

Headquarters Mumbai, India Key people Employees Website Swati Paradkar, President 42000[1] www.lijjat.com

SHRI MAHILA GRIHA UDYOG LIJJAT PAPAD, popularly known as LIJJAT, is an Indian women's cooperative involved in manufacturing of various Fast Moving Consumer Goods. The organization's main objective is empowerment of women by providing them employment opportunities. Started in the year 1959 with a seed capital of Rs. 80, Lijjat has an annual turnover of around Rs. 650 crore (over 100 million USD) in 2010, with Rs. 29 crore in exports.[2] It provides employment to around 42,000 people.[1] Lijjat is headquartered in Mumbai and has 67 branches and 35 divisions all over India.[3] Lijjat is primarily a cottage industry, urban by its origin, that has spread to the rural areas.[4] It is considered as one of the most remarkable entrepreneurial initiatives by women that is identified with female empowerment in India.[5]

ORGANIZATION STRUCTURE AND MANAGEMENT

Lijjat believes in the philosophy of sarvodaya and collective ownership. It accepts all its working members as the owners and an equal partaker in both profit and loss.[9] The members are co-owners and fondly referred to as "sisters". All the decisions are based on consensus and any member-sister has the right to veto a decision.[26] Men can only be salaried employees (accountants, drivers or security guards), and not the members of the organization (i.e. they are not the owners).[11]

Lijjat organization structure

The running of the organization is entrusted to a managing committee of twenty-one members, including the President, the Vice-President, two secretaries, and two treasurers.[11] Sanchalikas are in-charge of various branches and divisions. The office bearers of the managing committee and the sanchalikas are chosen from among the member-sisters on the basis of consensus every three years .[27] Each branch has a committee of eleven member-sisters, again chosen by consensus. The central office at Mumbai previously coordinated the activities of various branches. But, as the organization grew, the authority was decentralized in terms of work and sharing of profits at the branch level. However, the sanchalikas still need the managing committee's approval before they undertake any new project or activity. All the branches follow the same set of instructions and have similar accounting system. To co-ordinate various branches in a region or state, there are branch coordination committees and area meetings of the various branches in a state. The annual general meeting is attended by member-sisters representing branches and divisions from all over India. Currently, Lijjat has branches in seventeen Indian states -- Andhra Pradesh, Bihar, Delhi, Gujarat, Haryana, Jharkhand, Jammu and Kashmir, Karnataka, Kerala, Madhya Pradesh, Maharashtra, Orissa, Punjab, Rajasthan, Tamil Nadu, Uttar Pradesh, and West Bengal. Account books are easily accessible to all the member-sisters, ensuring transparency. Lijjat follows its own financial accountability principle. There is no credit method for running operations in the organization. Every payment is done on a daily basis, except for the outside supply of raw material. Profits and losses are shared equally among the members of a given branch. In the initial days of Lijjat, the profits of the first six months were shared equally among all sisters in the form of gold. This sharing practice is still in effect, but now the decision whether to share the profits in gold or in cash is made at the branch level.[28] The cost of national-level advertising is borne by all branches and divisions, depending on their individual production abilities.

Because of Lijjat's main motive of generating self-employment for women, no machinery is used at the production level, and everything is done manually. However, computers are now being used in some of the Mumbai branches for accounts and administration.[11] The quality of papads can vary due to quality of water used in various parts of India. To avoid any inconsistencies, the final products are tested in the Lijjat's laboratory in Mumbai. In the monthly meetings, the quality issue and modifications are tested.[4] The central office purchases and distributes all ingredients to maintain the quality of the final product. For example, the urad dal is imported from Myanmar, asafetida is imported from Iran, and black pepper comes from Kerala. The committee often makes surprise visits to various branches to assure that production conditions are hygienic.[11] When a new branch of Lijjat opens, a neighboring Lijjat branch helps it by guiding and training new members. On successive failures of a branch to abide by the organization's philosophy of consistent quality and production of papads, the central committee reduces the daily wages of its members by 1 rupee. The member-sisters are also rewarded for extra effort. For instance, in 2002, the member-sisters at the Rajkot branch received Rs 4,000 each as bonus, while the member sisters at Mumbai and Thane branches received a 5-gram gold coin as an incentive.[11] Several issues of Lijjat Patrika enumerate the names of the names/numbers of the membersisters, who were rewarded with the cash or gold, for their extra efforts.[7]

PRODUCTS AND DIVISIONS

Lijjat's manufactures several products, of which the papad is the most famous:

Papad (fourteen flavours, including lasan, moong, mirch, punjabi and udad[9])

Khakhra Appalam Masala Vadi Gehu atta (wheat flour) Bakery products Chapati Sasa detergent powder Sasa detergent cake (tikia) Sasa nilam detergent powder Sasa liquid detergent

Lijjat has several divisions and manufacturing units:[29]

Flour Division (Vashi) Masala Division and Quality Control Laboratory (Cotton Green) Printing Division (Cotton Green) Advertising Division, Bandra Khakhra Division, (Buhari, Valod district) Chapati Divisions at Wadala, Borivali, Mulund and Kandivali Polypropylene set-up (Kashi-Mira Road) Vadi factory (Valod) Bakery Division (Valod) Detergent Powder and Cakes manufacturing unit (Dahisar) and office (Borivali)

CULTURE OF OF THE ORGANIZATION

Lijjat Patrika, the in-house magazine, is published and circulated for a nominal rate to those interested in the activities of Lijjat. It is published in many languages, including English, Gujarati, Marathi and Hindi. It has emerged as a strong mode of communication for information related to significant events and initiatives at Lijjat, in addition to presenting articles on women.[11] Member sisters across all branches of Lijjat recite an all-religion prayer before beginning their daily activities.[11] The sisters are free to choose their activities and each activity is given equal importance. Leaving the organization is voluntary. No member sister can be asked to leave unless or until she goes against the organizational principles. There is no fixed retirement age at Lijjat. Once, when the president Jyoti Naik was questioned about this anomaly, she said that there was no need to make provision for a retirement age, as the emphasis obviously was on earning one's bread through daily work, all through one's life.[7] Because of Lijjat's main motive of generating self-employment for women, no machinery is used at the production level, and everything is done manually. However, computers are now being used in some of the Mumbai branches for accounts and administration.[11]

ROLE IN WOMEN EMPOWERMENT

The growth of the Lijjat is often seen in the larger canvas of women and their empowerment. The organization has undertaken various efforts to promote literacy and computer education for member-sisters and their families. A literacy campaign for sisters began through literacy classes at Girgaum on June 18, 1999. Later, the managing committee decided to start such classes in all its branches. From 1980 onwards, Lijjat started giving Chhaganbapa Smruti Scholarships to the daughters of the member-sisters. The member-sisters used their organization as a medium to promote their and their families' welfare. In the Valod centre they set up an educational and hobby centre for the rural women. Orientation courses in typing, cooking, sewing, knitting and toy making as well as other courses like child welfare, first aid and hygiene were taught. The first ever pucca (tarred) road in Valod to be built and inaugurated in 1979 was with the help of the Lijjat, Valod branch. In 1979, Lijjat teamed up with UNICEF to organize a seminar in Mumbai on "Child Care and Mother Welfare", as part of the International Year of the Child celebrations.[33] In October 1984, Bhadraben Bhatt represented Lijjat at the UNESCO sponsored international workshop on "The role of women in the assimilation and spread of technological innovation" held at NITIE, Powai.[34] Alkaben Kalia represented Lijjat at the national level meeting on women convened by the National Commission on Self Employed Women.[35] At the behest of Mother Teresa, the member-sisters also took part in some activities of Asha Dhan, an institution to care for destitute women.[36] Lijjat member-sisters also tried to start a co-operative bank, but the effort was not very successful.[37]

CONTRIBUTION TO SOCIAL SERVICE

On several occasions, the Lijjat member-sisters have undertaken social service activities such as distributing nutritious food for poor children, donating money for conducting community marriage, instituting prizemoney for spread of primary education, undertaking blood donation drive, organizing health camps, plantation drives and even making donations to Government bodies.[7] In 1999, the Mumbai City felicitated Smt.Rukminiben B.Pawar, Lijjat President, as an outstanding woman in the field of social work.[38] Lijjat undertook the rehabilitation of Chincholi (Jogan), the earthquake affected village in the Latur district of Maharashtra. The institution provided the finance and supervised the work of construction of fifty-eight houses for the people of the village. Member-sisters donated money from their daily vanai (wage).[39] After the 2001 Gujarat earthquake, all the branches of Lijjat gave a total donation of more than Rs 4.8 million, including Rs 1 million from the central office. Lijjat built forty houses for the rehabilitation of the people of Bhujpur (Bhachau) in Kutch District

CHAPTER - X CONCLUSION

1. Technological and Organizational change There is always development in existing technology. Hence technology is the most important factor responsible for organizational change. Development in technology bring out changes in production, communication and various management activities. To succeed in the market, an organization to up-grade itself with the developing technology.

2. Change in management philosophy Sometimes management philosophy may change from traditional management philosophy to professional management philosophy. Subsequently change has to introduced in strategies, decision making process, communication, production activities etc. Change in philosophy of the management can have major impact on the organizational activities.

3. Management personnel There may be change in management personnel. For example, the Chief Executive Officer or Departmental Head may be changed. As each person has its own perspective, the change in personnel may bring out changes in organizational structures, policies, aim and objectives etc.

4. Business cycle Every business passes through different phases such introduction phase, growth phase, maturity phase and decline phase etc. Due to changes in business cycle, necessary changes has to be introduced. For example in decline phase, organization may concentrate only on profitable products and may drop unprofitable products, it may change its marketing strategy by reducing its promotional expenditure etc.

5. Environmental forces

There may be changes in the environmental forces such competitor's strategies, change in customers taste and preference, change in government policies etc. Any change in the environmental forces require a change in the business organization so as to adjust with the changing environmental forces. For example due to change in customer's taste and preference, company has to change its product quality, pricing strategy, marketing appeal etc.

6. Problem in the Organization There may be problems in the organization. For example, the technology may be old and obsolete, employees may not be trained and expert, problem in organizational strategies etc. In order to survive in the market and to face the competition organization have to change its existing defective setup, otherwise organization may have closed down.

7. Growth and Expansion When organization plan for its growth and expansion, it has to bring out necessary changes in the organizational activities. With the existing organizational set up it is not possible to achieve growth and expansion of the organization.

8. Entry in new business or new market Sometimes organization may enter in new business or new market. For example, a company presenting dealing in consumer durables, may plan to enter in customer finance, company operating at national level may enter in international market. For such new business and new market company has to introduce changes in its policies, structures, strategies etc.

CHAPTER - XI BIBLOGRAPHY

www.wikipedia.org www.lijjat.com Reference books refered i. Organisation Development by W.Warner Burke. ii. Strategic Human Resource Management by Tanuja Agarwal.